For the past 40 years I’ve consulted and coached leaders from the factory floor to the boardroom in some of the world’s best companies in multiple industries. Basically, I help people get good stuff done while avoiding the Dilbert Zone. Early in my career I covered politics and business for Texas newspapers, and freelanced for publications ranging from The New York Times and The National Observer to Boys’ Life and Parade magazine. Then I was a university professor, worked on Wall Street, served in two White House administrations, advised several U.S. Senators, and headed worldwide communications at Campbell Soup Company. My Ph.D. (Purdue University) is in organizational behavior, but my orientation is the real world of real work. My bestselling book is CHANGE-friendly LEADERSHIP: How to Transform Good Intentions into Great Performance. Connect with me at www.DuncanWorldwide.com and @DoctorDuncan

Great Leaders See, Say, and Do

Whether they involve politics, business, sports, education, science, or any other field of endeavor, the key headlines of 2014 will no doubt focus on leadership. And the defining moments won’t be about position or title. They will be about what real leaders see, say, and do. After all, clear vision, clear communication, and meaningful action are the hallmarks of effective leaders.

Dr. Kathryn D. Cramer is a licensed psychologist and executive consultant. Her previous book Change the Way You See Everything was a New York Times bestseller and landed her two spots on The Oprah Winfrey Show. In her latest book Lead Positive: What Highly Effective Leaders See, Say, and Do (to be released in March)she shows how leaders can produce better results by shifting what they see, say, and do toward assets and possibilities. Her insights are well worth sharing.

You write that leaders build self-confidence and inspire allegiance by acting “intentionally” in key, defining moments. Can you offer some examples?

Let me first explain what I mean by “intention.” Highly effective leaders are always on the lookout for what is valuable, working, strong and possible – at every turn of the bend. In other words, they are actively and intentionally seeking the assets present that will bring them closer to their goals.

As your question suggests, there are key moments when searching for and acting on assets make a big difference in achieving important goals. I often use Joseph Campbell’s Hero’s Journey framework to illuminate these key moments of transformational change. (For a little background, when well-known mythology professor Joseph Campbell conducted comparative research on the timeless stories of heroism found in all cultures, he found similar themes and patterns that he characterized as the Hero’s Journey.)

For example, the first milestone in the Hero’s Journey is “The Call.” It is a time when the leader (i.e., the “hero”) must get very clear about how his particular goals relate to his deepest desires and values, and most importantly, to his sense of purpose (i.e., his “call”). The leader’s internal assets are put front and center to strengthen his commitment and determination to see the entire change effort through.

The second milestone in the Hero’s Journey narrative is called “The Resistance.” Normally, we think of resistance as applying to followers. In this case, Campbell wisely points us again in the direction of the leader. Every leader on a mission is faced with internal resistance – his or her own initial qualms, concerns, and worries. Sometimes this internal anxiety mounts so high that he can talk himself out of pursuing his goals altogether. In Campbell’s model, leaders overcome the resistance by reaching out for support from mentors and guides. This support usually includes feedback that focuses on the leader’s strengths and capabilities, as well as the benefits of achieving the goal. Once leaders are shown how to leverage their own strengths to achieve their goals, the anxiety and the resistance goes away.

You talk a lot about Asset-Based Thinking, or ABT. Exactly what is ABT, and how can it help people be more effective?

Asset-Based Thinking is a way of shining the spotlight of your attention on what is strong, valuable and possible in yourself, in other people, and in every situation – welcomed or unwelcome. It is an intentional effort to overcome the brain’s negativity bias, which makes us much more sensitive and reactive to problems, mistakes, and what’s missing than the things that are going right. This focus on the negative is what I call Deficit-Based Thinking (DBT). DBT leads to a “fix-it” mindset, which may be helpful in creating narrow solutions, but leaves a lot of opportunity on the table.

With Asset-Based Thinking, leaders identify and leverage the upside of what they themselves have to offer, what others can contribute, and how the situation can have wide-ranging benefits. This mindset opens you up to creative solutions that help you go further, faster.

Mayor Rudy Giuliani was widely praised for focusing his attention on the positive and the possible during the aftermath of the 9/11 terrorist attacks. How can that kind of focus be helpful under more common circumstances like running a business?

There are three sources of transformational change: crisis, chance, or choice. Many businesses go through periods of crisis, for example, losing market share, customer complaints, or a disengaged workforce. If you look at crisis through an ABT mindset, you will find that it presents opportunities to come back even better than before. By shining the spotlight of attention on what is being done to redeem the crisis, you rally employees, customers, boards of directors, and other important stakeholders, motivating them to higher levels of performance. This is essentially what Rudi Giuliani did by making the acts of heroism more important than the acts of terrorism in the aftermath of 9/11. In any kind of crisis situation, I believe one of the jobs of the leader must be to make visible what employees and other stakeholders are doing to rise to the occasion.

You suggest that leaders can benefit from carefully analyzing the “return on investment” of a specific initiative or project. What do you have in mind?

It is typical for leaders and people at every level to focus on the quantitative metrics associated with achieving results. This is certainly important. But there are two other variables that are pertinent to the bottom line. The first is lessons learned: No matter if we achieve the results we seek, it is important to harvest the lessons. They are invaluable in replicating success or improving on failure.

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